As a Contributing Editor for SELECT magazine, Mr. Shallahamer
is responsible for technically reviewing a number of Oracle server based technical papers as well as
supplying directional and strategic input for the magazine.
Worldwide Internal Services Education (WISE), Oracle Consulting
Services,
August 1997 - August 1998
Titles: Practice Manager, Practice Director
Worldwide Internal Services Education is commissioned
to train Oracle consultants globally. Mr. Shallahamer's practice is responsible
for developing curriculum plans for twelve technical roles, developing
courseware (USDM budget), rolling out the courses globally, delivering
globally, and maintaining the courseware.
This position requires significant multi-organization
collaboration. Politically powerful global consulting organization leaders
vie for curriculum development priority and courseware development funding.
There are complicating factors to meeting our objectives. Instructors,
subject matter experts, and practice managers/directors do not have a direct
financial or political motive to create quality training, and they do not
report to Mr. Shallahamer. This combined with inherently bureaucratic,
standards based, and non-field experienced support groups (e.g., materials
management, curriculum standards) makes for a very exciting and challenging
work environment.
E*DBA, Oracle Consulting Services, June 1997 - August
1997
Titles: Practice Manager
Mr. Shallahamer was commissioned to create a business
plan and initiate a new profit center about the following:
E*DBA provides Oracle database customers with remote
subscription and fixed-priced based performance optimization and database
maintenance services. Many companies (all markets) can not financially
justify on-site technical consulting engagements using the industry's best
performance specialists, resulting in an unsatisfied business demand. With
our business model, the use of very advanced technology, combined with
exceptional performance specialists, enables us to provide performance
optimization services at a very low cost.
Mr. Shallahamer worked with directors from many organizations
(consulting, corporate, direct sales, Business Alliance, etc.) to create
the new service offering's plan. Oracle World Wide Support was the group
who ultimate wanted to start the service. I choose not to start this group,
but instead decided to head Consulting's technical internal training organization
(i.e., WISE).
System Performance Group (SPG), Oracle Consulting Services,
May 1995 - Aug 1997
Titles: Senior Principal Consultant, Practice Manager
SPG is tasked to ensure Oracle Consulting's highest profile
clients systems are well architected and performed (response time, throughput,
availability) as expected. Mr. Shallahamer co-founded SPG with Mr. Cary
Millsap and Mr. Dominic Delmolino. SPG's reputation grew to be recognized
as the best technical consulting group within Oracle worldwide for its
technical architecture design, performance modeling/prediction/validation/tuning/management,
tool and method developing, and teaching. SPG has produced many award winning
consultants that have consulted to literally hundreds of high profile Oracle
customers around the world.
In 1997, Mr. Shallahamer successfully transformed his
practice from one characterized in solving very intense short-term (one
to three weeks) reactive client performance problems, to a business based
on longer term (three weeks to six months) proactive technical architecture
and performance prediction.
Mr. Shallahamer's initial mission was to start a growing,
thriving, and profitable business. The group grew from revenues of 0.75M
with six people in May 1995 to revenues of 2.75M and sixteen people in
1997. Margins (revenues minus expenses) consistently exceeded 40%.
Core Technologies, Oracle Consulting Services, 1993
- May 1995
Titles: Senior Consultant, Principal Consultant, Senior
Principal Consultant
The Core Technologies team was responsible for planning,
installing, upgrading, migrating, and tuning the largest and most complex
Oracle Applications implementations around the world. The team was also
directed to create methods and tools, and disseminate the information to
Oracle consultants via white papers, tool sets, speaking engagements, and
courseware.
As a co-founder of the Core Technologies team and its
Northwestern USA manager, Mr. Shallahamer started and then transformed
the practice from one of a strictly "install and upgrade" business to one
of re-active and proactive performance management. Core Technologies was
so successful Mr. Shallahamer was asked to develop curriculum and train
consultants worldwide and Mr. Shallahamer was presented the "Hard Hat"
award at Oracle Consulting's 1995 "club."
National Product Specialist Team (NPST), Oracle Consulting
Services, 1991 - 1993
Titles: Staff Consultant, Senior Consultant
The six person NPST team was created to "stop the bleeding"
at strategic Oracle Applications sites. This group was truly a "fire fighting"
group that performed very intense short duration client engagements. The
group was also directed to create methods, tools, courseware, and to disseminate
the information to others.
Most work was centered around resolving performance response
time and throughput issues. The work was very technical yet contained a
deep understanding of specific Oracle Applications functional details that
have a profound performance impact. The group was so successful, it was
directed to grow and service a much larger client base and it's name changed
to the Core Technologies team.
Southwest Regional Practice, Oracle Consulting Services,
November 1989 - 1991
Titles: Staff Consultant
Mr. Shallahamer specialized in Oracle's CASE methodology
and custom development. After six months he was offered an opportunity
to help build Oracle's Hong Kong technical delivery practice. After six
months in Hong Kong, many clients received consulting in areas such as
relational database design, project management, Oracle server internals,
CASE methodology, and data modeling.
Applications Systems Corporation (ASC), 1987-1989
Titles: Senior Analyst, Manager of Product Development
and Support
ASC was the applications side of the PRO-IV (4GL) language
development business. The main applications were a horizontal, ten module,
integrated financial system. The system was based entirely on the 4GL,
PRO-IV. The product was somewhat successful, but PRO-IV severely impeded
the potential success of the applications and was ultimately why Mr. Shallahamer
departed.
Mr. Shallahamer joined ASC as an application developer
and a technical support representative. After twelve months he was asked
to take responsibility for and manage all development and support for the
business.
Timesharing And Consulting Services (TACS), 1986 -
1987
Titles: Associate Consultant, Staff Consultant
TACS was a small consulting company (less than 20 employees)
specializing in FOCUS (IBI's 4GL) consulting and education. While learning
FOCUS and the basics of consulting, Mr. Shallahamer was responsible for
the development, maintenance, and use of in-house financial systems. By
the time of his departure, Mr. Shallahamer had developed courseware and
consulted at companies like Hughes Aircraft, First Interstate Bank, and
American President's Line (APL).
Other Relevant Experiences
California Polytechnic State University in San Luis Obispo,
1981 - 1986
Major: Economics with a concentration in Management Information
Systems.
Mr. Shallahamer started his university experience as an
applied mathematics major. After two years of math, physics, and low level
computer science studies, he changed majors to economics. This was a perfect
match for his desires to develop a unique combination of business (economics,
management, etc.) and science (mathematics, physics, computer science)
knowledge.
Distinctive Interests
